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Creativity, innovation, and entrepreneurship : the only way to renew your organization

Author: H J Harrington
Publisher: Boca Raton, FL : CRC Press, Taylor & Francis Group, [2019]
Series: Little big book series (Boca Raton, Fla.), 8.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
People with ideas are dreamers. People who get things done are doers. One doer is worth eight dreamers. There are three kinds of people who make up an innovator. There are inventors (people who have new and unique ideas), problem solvers (people who have ideas about how to correct a previous error) and entrepreneurs (people who transform ideas into realities). Put them altogether they spell "innovator." Most  Read more...
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Additional Physical Format: Online version:
Harrington, H. J. (H. James), author.
Creativity, innovation, and entrepreneurship
New York : Taylor & Francis, [2019]
(DLC) 2018044570
Document Type: Book
All Authors / Contributors: H J Harrington
ISBN: 9781466582453 1466582456 9781138353695 1138353698
OCLC Number: 1052905592
Notes: "A Productivity Press Book"
Description: xli, 255 pages ; 25 cm.
Contents: Machine generated contents note: Introduction to Opportunity Identification --
Innovation by the Numbers --
The 11 Opportunity Sources --
The 12 Wow Questions --
The 8 T's for Prioritization --
New Ideas and Concepts --
Suggestion Programs --
How does the Suggestion Program Work? --
The Opportunity Center --
Typical Objectives of the Opportunity Center --
Reinforcing the Opportunity Environment --
Project Charter --
Innovation Maturity Analysis for Your Organization --
Introduction to Opportunity Development --
Team Building and Development --
Dancing with a Bear --
Keys to Teamwork --
The Seven Teamwork Drivers --
Qualities of Team Players --
The Six Team Member Personality Traits --
Selecting Innovation Project Members --
The 10 Department Representative Credentials --
Innovation Team Orientation --
The Suggested Action (Solution) --
Alternative Solutions-"What if" Ground Rules --
Introduction to Value Proposition --
The Nine Change Drivers That Drive Project Note continued: and Product Approval --
Worldwide Competitive Environment --
Objectives of the Value Proposition --
Who Should Prepare the Value Proposition? --
Preparing the Value Proposition Document --
Value Proposition Table of Contents --
Introduction to Approval of a Value Proposition --
Present the Value Proposition to Management --
Assemble the Value Proposition --
Review of Value Proposition with Management --
Outcome of the Management Review --
Publish the Value Proposition --
Potential Outcome of the Management Review --
Alternative 1-Approved Project to Perform Process --
Validation and Business Case Analysis --
Alternative 2-Rejected/Project Dropped --
Alternative 3-Implement Using Current Resources --
Is the Concept a New and Original Idea? --
Good and Bad Decisions --
Summary of Value Proposition --
Introduction to Concept Validation --
The Fourteen Concept Validation Tasks --
Concept Validation for New or Updates Processes, Services, and/or Software Note continued: Concept Validation Preparation --
The Nine Approaches to Concept Validation --
Designing the Concept Validation --
Measurement-The Foundation of Concept Validation --
The Eleven Measurement W's --
Data Collection Forms --
The Ten Steps to a Measurement Family --
The Five Simple Statistical Approaches --
Measuring Concept Validation --
The Eight Data Collection Pitfalls --
Concept Validation Summary --
Introduction to Phase II. Preparation and Production --
Introduction to Business Case Analysis --
Business Case Analysis Overview --
The World Is Our Oyster --
Purpose of Business Case Analysis --
Important Definitions --
Setting the Stage for the Business Case Analysis --
Major Considerations in Selecting Projects --
The Organization's Strategic Plan and Culture --
The Five Pillars of Organizational Excellence --
Selecting the Priority Projects --
The Sixteen Reasons Potential Projects Fail --
Objective of the Business Case Analysis Note continued: The Twelve Business Case Analysis Preparation Activities --
Patents and Trademarks --
Starting the Patent or Copyright Process --
Issues to Consider --
The Common Patent Mistakes Made --
Steps to Avoid Patent Infringement --
Steps in Performing a Preliminary Screening of a Patent or Trademark --
Attorney-Client Work Privileged --
Business Case Analysis Team's Self-Review --
Summary of Patent and Trademark Process --
Cybersecurity --
Prepare Business Case Analysis for an Individual Project's Document --
Business Case Analysis Report Table of Contents --
Business Case Analysis Major Preparation Mistake --
Example of a New Product Business Case Analysis --
Executive Overview --
Description of Current State --
Value-Added of Proposed Change --
Backup Data --
Other Solutions Considered --
Risks and Obstacles --
Recommendations --
Other Value-Added Results --
Risks and Exposures --
Implementation Plan --
Executive Summary Note continued: Summary of Business Case Analysis --
Introduction to Resource Management --
Jack Welch's Six Rules for Self-Examination --
Types of Resources --
Management of Project Resources --
Daily Work Management --
Project Management Excellence --
The Five Project-Related Managers --
Definitions of Project Management Roles --
The Five Things Required to Have a Successful Product or Process Cycle --
Project Management Responsibility --
Project Management Body of Knowledge 69 Tools (PMBOK) --
The Five Reasons Projects Fail --
Project Change Management Understanding --
Project Risk Management --
Human Resources --
Building Human Relationships --
How Did It Get This Way? --
Financial Resource --
Financial Resources for Established Organizations --
Financial Funding for Start-up and Small Organizations --
The Financial Value of an Organization --
Financial Management Summary --
Knowledge Management Excellence --
What is Knowledge? Note continued: The Six Phases of a Knowledge Management System --
Outside Resources Summary --
Introduction to Documentation --
Manufacturing Engineering Activities During Phase II --
Key Documentation Product Engineering Preparation and Documentation Activity --
Manufacturing Engineering, Test Engineering, Industrial Engineering Documentation --
Quality Assurance Documentation --
Financial Reports --
Production Control and Procurement --
Information Technology Documentation --
Simple Language --
Readability Requirements --
Reasons to Document Processes --
The Six Writing Rules of the Road --
Good Examples --
Readability Index --
The Eight Most Frequently Documented Complaints --
The Six Guidelines for Good Documentation --
Enough Is Too Much --
Documentation Summary --
Overview --
Overview Summary --
Introduction to Production --
Pixie Dust --
Starting the Production System --
Facilities Analysis --
The S-curve --
Production Key Activities Note continued: Supply Change Management Systems --
Current State Assessment --
The Sixteen Questions to Evaluate Supplier Processes --
Supply Management Model --
The Ten Steps of the Generic Supply Management Model --
Supplier Management --
The Eighteen Building Blocks in Supplier Management --
ISO 9000 and ISO 14000 --
Quality Assurance Responsibilities --
Human Resources --
Information Technology Support --
Daily Work Management Meetings --
Activities in "Process Grouping 8. Production" --
Process Management --
The Two Approaches to Process Management --
The Six Factors to Manage Processes --
Refining the Process --
Process Owner --
Summary --
Overview of "Phase III. Delivery" --
The Seven Innovation Project Evaluators --
Introduction to Process Grouping 9: Marketing, Sales, and Delivery --
The Seven Major Responsibilities of the Combined Marketing and Sales Operations --
The Three Different Types of Sales and Marketing Employees Note continued: Technology and Application Specialist --
Advertising Specialist --
Direct Sales Employees --
Marketing Problems --
Poor Forecasting --
Lack of Accountability --
Follow-Through --
Other Functions --
Customers as a Resource --
Customer-Care Processes --
The Four Major Characteristics of Excellent Delivery Organizations --
The Five Drivers of Excellent Service --
The Customers' Perception --
The Fifteen Factors for Surprisingly Great People --
The Impact of Losing a Customer --
The Sales Team Builds an Organization --
The Difference Between the Old and New Type of Sales Team --
Being Customer Centric --
The Nine Commonly Used Sales and Marketing Tools --
Customer Lead or Customer Followed --
The Four Points of Dow Corning's Sales Improvement Strategy --
Winning and Losing Customers --
All Customers Are Not Equal --
The Four Things That Make a Good Customer --
The Six Levels of the Customer Relationship Ladder --
The Sixty-Five Ways to Advertise Note continued: Failed Sales Presentation --
The Three Critical Lessons Learned --
Why Is Sales and Marketing the Most Innovative Function in the Organization? --
The Five-Step Sales and Operational Plan --
Packaging and Delivery --
Summary of Marketing, Sales, and Delivery --
Introduction to After-Sales Service --
Six of the After-Sales Service Activities --
The Call Center Activities --
The Three Types of Repair Activity --
Call Center Personnel --
Call Center Agent --
What Kind of Skills Does a Call Center Agent Need? --
Call Center Representative --
Call Center Representative Skills --
Repair Representative --
After-Sales Service Summary --
Introduction to Performance Analysis --
The Four Helpful Hints --
The Ten Reasons Why It is Hard to Measure Innovation Improvement --
The Eight Typical Innovation Performance Measurements --
Stakeholder Value-Added --
The Thirty Stakeholder Priorities --
Types of Major Performance Indicators by Functions --
Inventory Management Note continued: Performance Analysis Summary --
Four Very Important Points --
Introduction to Transformation --
The Twenty-One Change Drivers --
Building Commitment --
The Eight Change Stages --
Institutionalized Commitment --
Internalized Commitment --
Resiliency --
The Five Characteristics of Resilient People --
Resilient Employees --
The Six Traits of Resilient People --
The Eight Change Risk Factors --
What Projects Need Change Management? --
Transformation Summary --
Book Summary --
The Ten Steppingstones to Innovation --
Recognition and Comments --
Presentations on Innovation --
Books Authored or Co-Authored by --
H. James Harrington Used in This Book.
Series Title: Little big book series (Boca Raton, Fla.), 8.
Responsibility: H. James Harrington.

Abstract:

People with ideas are dreamers. People who get things done are doers. One doer is worth eight dreamers. There are three kinds of people who make up an innovator. There are inventors (people who have new and unique ideas), problem solvers (people who have ideas about how to correct a previous error) and entrepreneurs (people who transform ideas into realities). Put them altogether they spell "innovator." Most innovative books today focus on ways to create new and unique ideas; some of them also address problem-solving, but this is less than 10% of the methodologies that the innovator needs to master. The approaches used in this book transform an idea into reality, or to put it another way, deliver innovative products to make a profit for the organization and instill pride in its employees. This means that every step in the process needs to have innovation applied to it in order to meet the expectations and demands of today's sophisticated customer. This book is designed to help the reader and their organization complete the complex process of bringing a new product to market by presenting what is expected at each step in the cycle and providing step-by-step instructions on what to do at each specific step. In large to mid-sized organizations this book is designed to help each individual understand how they fit into the innovative cycle and explains why they should be more creative related to the work they do and more conscious of the contributions they can make. It emphasizes the importance of every individual contributing to the organization's innovative process. The book is designed to help the organization understand its Innovation Systems Cycle. In the early part of the cycle it focuses on weeding out projects that do not have the potential to produce value-added results to the stakeholders.

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